Sure Start Case Study

Social: Staffing
Staffing is another key management tool Sure Start has embraced to maintain its status as one of the longest serving statutory bodies, especially in the healthcare sector (VSSP Policy Briefing, 2010, p. 1). The project initially started with a few staff members and most were not professionals. In fact, the Programmes were run by respective members of the organisation situated in Sure Start Areas and parents. However, with the formation of Sure Start Local Centres in 2005, the project mainly aimed at hiring experts to deliver top-notch services like educating mothers on maternal issues. As such, it was very critical to hire experts and highly skilled professionals to handle particular tasks. Studies attribute this precision

For a fact, it has never been an easy road for the famed primary healthcare in the UK. The journey has been very problematic and bumpy. When the government launched the initial Sure Start Programmes, it only allocated close to £540 million that was supposed to cater for close to 250 Sure Start Local Programmes within England and Wales. The amount was to be paid to more than 150, 000 children in the between 1999 and 2002. As such, it is much evident that from the outcome and testimonies of the recipients that the funds were not enough considering that more than 500, 000 kids in the UK needed the healthcare services. Similarly, more children require the critical aid than just the current 3.5 million enrolled in the Centres. The main challenge is insufficient

Such children need vital services to kick-start their lives, especially during their initial years. As such, service providers and all the stakeholders need to be extremely cautious and clinical in their duties. These include the local authorities and the employees working in Sure Start as well as Job-Plus Centres. Thus, the following are some of the recommendations that can critically improve service delivery:
 The alleviation of child poverty can be prioritised by commissioners, local authorities and the respective leaders in children’s centres. But, they need also to support families’ economic well-being to achieve maximum outcomes. Thus, the task of improving the financial situations in families should not be left to Jobcentre Plus only but also assigned to children’s centres. As such, children’s centres can provide local skills and training programmes, volunteering services and voluntary organisations, debt services as well as other provisions based on the needs of their respective